The Impact of Transactional and Transformational Leadership Style on Organizational Citizenship Behaviors

Abstract We investigated the impact of transactional and transformational leadership styles on organizational citizenship behaviors. The sample consisted of 213 workers of both genders who answered the Multifactorial Leadership Scale and the Organizational Citizenship Behaviors (OCB) Scale. The multiple linear regression showed that: the transactional leadership style positively predicted the OCB dimension associated to the creation of a climate favorable to the organization in the external environment; the transformational leadership style positively predicted the dimensions of OCB associated to the creative suggestions related to the system; to the creation of a favorable organizational climate in the external environment; to self-training and to cooperation among colleagues; transformational leadership style showed greater predictive power on OCB than transactional leadership. It was concluded that transformational leaders are more capable to lead their subordinates in order to take actions that go beyond their prescribed roles.

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Transformational leadership style as a driving factor of organizational citizenship behaviors mediated by work engagement and transfer of training: A case study on start-up companies in Indonesia

10.1201/9781003196013-51 ◽

2021 ◽

pp. 207-210

Author(s):

R.A. Safaati ◽

P.M. Desiana

Keyword(s):

Transformational Leadership ◽

Leadership Style ◽

Organizational Citizenship ◽

Transfer Of Training ◽

Organizational Citizenship Behaviors ◽

Driving Factor ◽

Citizenship Behaviors ◽

Start Up ◽

Transformational Leadership Style

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Transactional and transformational leadership in the context of perceived organizational justice and its dimensions. Identification of the interdependencies

e-mentor ◽

10.15219/em90.1521 ◽

2021 ◽

Vol 90 (3) ◽

pp. 43-52

Author(s):

Paulina Wojciechowska-Dzięcielak ◽

◽

Witold Szumowski

Keyword(s):

Transformational Leadership ◽

Organizational Justice ◽

Leadership Style ◽

Organizational Citizenship ◽

Growth Potential ◽

Work Commitment ◽

Citizenship Behaviors ◽

Future Studies ◽

Transformational Leadership Style ◽

Transactional And Transformational Leadership

The authors of this article analyzed the phenomenon of the interdependence between transactional/transformational leadership style and perceived organizational justice (and its dimensions). In the first part of the article, the necessity to conduct detailed research on aforementioned subject is presented. Next, a literature review was carried out in order to examine the possibly toothcombing links between organizational justice and transactional/transformational leadership (taking into consideration the multidimensionality of those subjects). Leadership style and perceived organizational justice are linked to many organizational aspects such as organizational citizenship behaviors, work commitment, job satisfaction, knowledge-sharing, willingness to share knowledge, and burnout. The authors of this publication attempted to present research scope as having growth potential for future studies.

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Transformational leadership and organizational citizenship behavior: Mediating role of affective commitment

International Journal of Sports Science & Coaching ◽

10.1177/1747954117725286 ◽

2017 ◽

Vol 13 (3) ◽

pp. 373-382 ◽

Cited By ~ 7

Author(s):

Ye Hoon Lee ◽

Boyun Woo ◽

Yukyoum Kim

Keyword(s):

Transformational Leadership ◽

Leadership Style ◽

Organizational Citizenship ◽

Organizational Citizenship Behavior ◽

Affective Commitment ◽

Citizenship Behavior ◽

Head Coaches ◽

Citizenship Behaviors ◽

Transformational Leadership Style ◽

The Relationship

The purpose of this study was to examine the relationships between transformational leadership style, affective commitment, and organizational citizenship behavior in the athletic director–coach relationship. This study particularly focused on the mediating effect of affective commitment on the relationship between transformational leadership and organizational citizenship behavior. Athletic head coaches in NCAA Division II programs ( N = 244) completed the questionnaires measuring perceptions of the transformational leadership style of their athletic directors, their affective commitment, and organizational citizenship behavior. The results revealed that perceived transformational leadership was positively associated with affective commitment, which, in turn, was positively associated with organizational citizenship behaviors. Further, the result of this study supported full mediation among the proposed variables in that affective commitment served as the underlying psychological mechanism in the relationship between transformational leadership and organizational citizenship behaviors. Implications for athletic departments in fostering head coaches’ affective commitment and organizational citizenship behavior were discussed.

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Perception of assistant teaching staff of their leaders’ transformational leadership behaviors and its relation to their organizational citizenship behaviors in Suez Canal University

Journal of Nursing Education and Practice ◽

10.5430/jnep.v8n7p51 ◽

2018 ◽

Vol 8 (7) ◽

pp. 51

Author(s):

Amora Nasser Hamed Mostafa ◽

Wafaa Abd El-Azeem El-hosany ◽

Nehad Ezz EL-Din Fekry

Keyword(s):

Transformational Leadership ◽

Leadership Style ◽

Organizational Citizenship ◽

Significant Positive Correlation ◽

Leadership Behaviors ◽

Organizational Citizenship Behaviors ◽

Suez Canal ◽

Teaching Staff ◽

Citizenship Behaviors ◽

Positive Correlation

Background and objective: Heads of academic departments are the first line leaders who directly influence the quality of their departments, transformational leadership has been demonstrated as an effective leadership style in leading organizations and motivating the subordinates to do more than what is being expected. This study aimed to assess the perception of assistant teaching staff of their leaders’ transformational leadership behaviors and its relation to their organizational citizenship behaviors (OCBs) in Suez Canal University.Methods: The studied sample was 456 of assistant teaching staff working at 13 faculties in Suez Canal University. Data collected using self-administrated questionnaire consists of two tools: transformational leadership scale, and organizational citizenship behaviors (OCBs) scale, both likert types rating scale.Results: More than two thirds (65.2%) of the participated assistant teaching staff perceived their leaders as having unsatisfactory transformational leadership behaviors, two thirds (66.4%) of them were satisfied with their organizational citizenship behaviors, and there was significant positive correlation between transformational leadership behaviors and OCBs.Conclusions: There was significant positive correlation between transformational leadership behaviors and OCBs.

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The Impact of Leadership Style on Performance of Nurses

10.31219/osf.io/khjw9 ◽

2021 ◽

Author(s):

Sutikno M. ofar

Keyword(s):

Social Sciences ◽

Transformational Leadership ◽

Transactional Leadership ◽

Leadership Style ◽

Medical Center ◽

Health Sector ◽

Reliability And Validity ◽

The Social ◽

Transformational Leadership Style ◽

The Impact

This study aims to find the impact of leadership style (Transformational leadership and Transactional leadership) on the performance of Nurses in the Health sector. The study conducted in Temar medical Center, Erbil, Kurdistan Region. Fifty questionnaires have been distributed. The data collected analyzed by Statistical Package for the Social Sciences (SPSS). After ensuring the reliability and validity, the results indicated both leadership style, Transformational leadership, and Transactional leadership had a positive and significant impact on nurses' performance. However, the results showed Transformational leadership style more important compared to Transactional leadership on Nurse's performance.

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EFFECT OF TRANSACTIONAL AND TRANSFORMATIONAL LEADERSHIP STYLE, MOTIVATION AND COMPETENCE TO PERFORMANCE OF EMPLOYEES PT. SANJAYATAMA LESTARI

JRMSI - Jurnal Riset Manajemen Sains Indonesia ◽

10.21009/jrmsi.007.2.05 ◽

2016 ◽

Vol 7 (2) ◽

pp. 279

Author(s):

Jublina Oktora ◽

Mohammad Rizan ◽

Sihol Situngkir

Keyword(s):

Transformational Leadership ◽

Linear Regression ◽

Multiple Linear Regression ◽

Transactional Leadership ◽

Leadership Style ◽

Significant Influence ◽

Employee Performance ◽

Transactional Leadership Style ◽

Transformational Leadership Style ◽

Transactional And Transformational Leadership

In this study, the objective is to conduct a systematic examination Effect of Transactional and Transformational Leadership Style, Motivation and Competence to Employee Performance PT. Sanjayatama Lestari. The samples used were employees of PT. Sanjayatama Lestari the number of respondents as many as 95 people. The analysis used is multiple linear regression. This study examined five variables: Transactional Leadership Style (X1), Transformational Leadership Style (X2), motivation (X3) and Competence (X4) as the independent variable and the performance (Y) as the dependent variable. Partial test shows that the transactional leadership style influenced by 3.876 (positive and significant) on the performance. Transformational leadership style also influenced significantly by 3.128. Furthermore, the motivation also has a significant influence amounted to 4.210 and the latter is the competence of significant influence amounted to 6.283. Keywords: transactional leadership style, transformational leadership style, motivation, competence, performance and multiple linear regression.

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The impact of leadership style on employment in the context of an emerging economy

Corporate Governance and Organizational Behavior Review ◽

10.22495/cgobr_v3_i1_p2 ◽

2019 ◽

Vol 3 (1) ◽

pp. 19-31

Author(s):

Viwe Mrwebi

Keyword(s):

Transformational Leadership ◽

Transactional Leadership ◽

Leadership Style ◽

Quantitative Research ◽

Employee Retention ◽

Negative Relationship ◽

Primary Objective ◽

Transactional Leadership Style ◽

Transformational Leadership Style ◽

The Impact

The leadership styles such as transformational leadership and transactional leadership have captured the interest of scholars in the contemporary world of organisational behaviour since it is associated with the perceptions of supervision skills to the presence of retentions within the organisational setting. The primary objective of this study is to examine the impact of leadership style on employee retention in the South African automotive industry. A quantitative research design was employed. Non-probability sampling was used and 96 usable questionnaires were returned. The empirical results reveal that transactional and transformation leadership have positive influence on employee retention. Evidence shows that a leadership style is a powerful instrument that can be used to retain talent within the organisational settings. The main aim of this study was to determine the impact of leadership style on employee retention in the context of automobile sector. By using descriptive and inferential statistics, the study shows that there is a negative relationship between leadership style and employee retention. In particular, the study argues that transactional leadership style and transformational leadership style are forces that are needed in order to retain talents in the organisation settings. Furthermore, based on the findings, the study, therefore, recommends the implementation of both transformational leadership style and transactional leadership style in mitigating employee turnover in the automotive organisations in South Africa.

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The Impact of Leadership Style on Performance of Nurses

10.31219/osf.io/6cbf7 ◽

2021 ◽

Author(s):

Sutikno M. ofar

Keyword(s):

Social Sciences ◽

Transformational Leadership ◽

Transactional Leadership ◽

Leadership Style ◽

Medical Center ◽

Health Sector ◽

Reliability And Validity ◽

The Social ◽

Transformational Leadership Style ◽

The Impact

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THE EFFECTS OF TRANSACTIONAL AND TRANSFORMATIONAL LEADERSHIP ON PERSONNEL CONDUCT

International Journal of Research -GRANTHAALAYAH ◽

10.29121/granthaalayah.v7.i6.2019.784 ◽

2019 ◽

Vol 7 (6) ◽

pp. 155-164

Author(s):

Nyuonguo Kenneth Nsom ◽

Margaret Maih Teih ◽

Fabian Sundjo

Keyword(s):

Transformational Leadership ◽

Leadership Styles ◽

Transactional Leadership ◽

Leadership Style ◽

Negative Impact ◽

Qualitative Assessment ◽

Full Time ◽

Central Administration ◽

Transformational Leadership Style ◽

Transactional And Transformational Leadership

The focus of this paper has been to present how transactional and transformational leadership styles affect personnel conduct. A review of the literal works of others in relation to the practical application of these leadership styles as observed in the management of projects and the Cameroon Baptist Convention Health Services (CBCHS) central administration leadership, has been the inspiration to the conclusions made. From the empirical qualitative study conducted on 30 personnel, transactional leadership is all about personnel providing services, receiving payment (rewards) and or sanctions from the leadership. Results indicates that subordinates are either praised for hard work or sanctioned for failure to provide results or to meet up expectations as attested by 53% of the respondents. However, 60% observation indicates that transactional leadership through remuneration will facilitate goal attainment but general observation from the organization from full time employees, indicates that it will demotivate staff and slow down work. Interviews with some technical staff on the type of leadership style practiced by the department on project sites proved that transactional leadership has a negative impact on personnel conduct and can likely lead to the non-completion of projects. On the other hand, following the qualitative assessment, observation from the practice of transformational leadership style by the CBCHS central administration top leadership proves that the leadership style is primordial if leadership want to continue attend the goals of the organization and should be continue to be practiced. 86.7% of the personnel feel comfortable with the transformational leadership style of the top leadership style of the organization.

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The Effect Of Transformational Leadership Style, Transactional Leadership And Charismatic Leadership On Organizational Citizenship Behavior (Ocb) with Working Culture as an Intervening Variable

Conference Series ◽

10.34306/conferenceseries.v3i2.469 ◽

2021 ◽

Vol 3 (2) ◽

pp. 100-112

Author(s):

Andika Prasetya Nugraha

Keyword(s):

Transformational Leadership ◽

Transactional Leadership ◽

Leadership Style ◽

Organizational Citizenship ◽

Organizational Citizenship Behavior ◽

Charismatic Leadership ◽

Citizenship Behavior ◽

Regional Government ◽

Role Behavior ◽

Transformational Leadership Style

This study aims to determine the effect of transformational leadership style and transactional leadership style on extra-role behavior or often called Organizational Citizenship Behavior (OCB) in the Regional Government Secretariat of Karimun Regency. Extra role behavior performed by civil servants cannot be separated from the patterns and abilities of each employee's character. This character can be called the work culture of each of these employees. Are the two leadership styles namely the Transformational leadership style, Transactional leadership and Charismatic leadership can increase extra-role behavior or often called Organizational Citizenship Behavior (OCB) where work culture is an intervening variable. This research was conducted at the Secretariat of the Regional Government of Karimun Regency, Riau Islands. The population in this study was 50 employees. By using the census method where the number of research samples will be taken as a whole from members of the population. Data were analyzed using Structural Equation Modeling (SEM).

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